CRYSTAL WIERL

The key elements to a successful business case are:

• define the problem or opportunity - be sure to identify the correct problem. Not correctly identifying the root problem could lead to a recommendation that does not actually address the issue adequately.

• identify alternatives - at minimum include three options. The option you are recommending, an alternative and the status quo. Generally, there is an impact to doing nothing which can be more significant than either of the other two options, hitting home that some type of action needs to occur.

• analyze the alternatives - a review of each alternative should include benefits, costs, a risk assessment and analysis of viability and fit to the organization

• the recommendation

• include a high level implementation plan for the recommended option

 

Throught this strategic initiative my experience in building business cases consisted of requests for:

• staffing resources

• internal and community projects and programs

• office and facility needs

 By including the key elements of a successful business case I was able to obtain the required resources and create the opportunities needed for staff growth.

 

By working through the requirements of a great business case I learned to consider all angles and that innovation plays a large part in creating business cases. Often I encountered limitations to requests for resources and had to be creative about where the resources would come from. In the interests of effective budget management and efficiencies the process allowed me to see which areas could be trimmed and which areas had some excess to work with. In one instance I was able to peice together percentages of underutilized existing positions to create a full position in the area I needed. Change in budget allocation and coding were needed however no further dollars to my areas budget were required. It was important to think strategically about the impact of the reallocation to future needs and that was assessed from several angles by looking at risks, costs and benefits both current and in the future.

 

Finally, know your audience. For both this strategic initiative and in future requests as a senior manager the audience has primarily been the Executive Management team, as will be the case in many companies. With multiple interests sitting at the table ensure you address the areas each will be concerned with - operations, client service, finance, human resources, etc. Build relationships with the key players so you can anticipate their concerns and questions to tailor the ask.